The Intrapreneurial Employee: Towards an Integrated Model of Intrapreneurship and Research Agenda

Neessen, Petra; Caniëls, Marjolein C.J.; Vos, Bart; Jong, Jeroen de

doi:10.5465/ambpp.2017.10355abstract

Cited by 6 publications

(6 citation statements)

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“…The main problem behind intrapreneurship is the issue of context and understanding of the theoretical causality that connects the context to the intrapreneurship process. The intrapreneurial process is seen as a set of activities composed of identification, exploration and development of an innovative opportunity (Bourgogne et al, 2013;Neessen et al, 2017). We contribute to the intrapreneurship literature in three foremost areas.…”

Section: A Conceptual Viewmentioning

confidence: 99%

The bottleneck of intrapreneurship: are social positions and held expectations constraints in organizations’ entrepreneur process? A conceptual view

Begeç

Arun

2020

JEEE

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Purpose This study aims to develop conceptual arguments about intrapreneurship relative to role theory. Design/methodology/approach The challenge to the intrapreneurship concept is that no single or combination of personality traits, individual characteristics or attitudes can fulfill the causes of the phenomenon, as these factors are context-bound. One explanation for individual- and macro-level contrasting outcomes is the diverging effect of expectations. The structural and interactionist perspective of sociology is used to understand the intrapreneurship concept because intrapreneurs live within a society and shape their course per the expectations of others. Findings Intrapreneurs have been trying to infer about what is seen as crucial individually related to interactions within the existing context; more importantly, acting in an intrapreneurship role can be defined and learned by expectations. Practical implications With the convenient expectations from other members, families or environments, organization members will value the innovation and self-direction of intrapreneurship more highly that such a taste for an acting role may be an important factor in the decision to become an intrapreneur. Originality/value To the best of the authors’ knowledge, the paper emphasized for the first time that the consequences of exposure to social expectations for the development of intrapreneur roles, particularly the broad portfolios of skills and motivation, are relevant to intrapreneurship. Previous approaches depend on individuals, organizations or the environment to have different approaches to likely employees to be intrapreneurs. The paper first argues that context is important for understanding how and why context can be linked to individual intrapreneurs and how intrapreneurship can be defined as roles rather than a task or unique potential entrepreneurs.

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Section: A Conceptual Viewmentioning

confidence: 99%

The bottleneck of intrapreneurship: are social positions and held expectations constraints in organizations’ entrepreneur process? A conceptual view

Begeç

Arun

2020

JEEE

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“…It is complementary to organizational learning and knowledge management frameworks, in that, it similarly explains how organizations can remain competitive, through learning and innovation. By emphasizing that everyone working in an organization should have the relevant competencies (knowledge, skills and attributes) that will enable them to contribute to attaining and CR 31,1 sustaining a competitive advantage through learning and innovation (Li and Herd, 2017;Njoku et al, 2019;Neessen et al, 2019). This is vital to innovation and competitiveness in Industry 4.0, as inter-organizational learning helps with: creation of collective knowledge; creation of network rules of interaction and inter-organizational practices; and knowledge acquisition and transfer among network members to enhance collaboration and co-operation (Rozkwitalska and Slavik, 2017).…”

Section: Theoretical Framing 31 Organizational Learningmentioning

confidence: 99%

Digital business strategizing: the role of leadership and organizational learning

Ruel¹,

Rowlands

Njoku

2020

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Purpose This paper aims to develop a theoretical framework to understand the role of leadership and organizational learning in intra-organizational digital business strategizing, to contribute to our understanding of how digital business strategies emerge. Design/methodology/approach Based on a theoretical analysis of relevant literature to connect leadership and organizational learning to intra-organizational digital business strategizing, a co-creation model was developed. Findings The model demonstrates that digital business strategy emerge through the mediating role of leadership and organizational learning processes, facilitated by the moderating effect of contextual factors, which includes; strategic alignment, information technology competence, institutional trust and organizational change readiness. Research limitations/implications Two major limitations of this paper that warrant further research are as follows: the paper’s focus on intra-organizational digital business strategizing which excludes collaborative inter-organizational digital business strategizing among network organizations in Industry 4.0; and the need for empirical examination of the model to evaluate and validate it. Practical implications This paper offers a framework that will ensure that digital business strategizing maintains a fit between organizational strategy, structure, knowledge, culture, systems and processes that must align together to achieve the desired strategy. Originality/value To the best of the authors’ knowledge, this is the first study to explore the extendibility of leadership and organizational learning to digital business strategizing and to propose how digital business strategies emerge.

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“…Intrapreneurial attitudes and characteristics are mentioned as important factors for individual intrapreneurs (Giannikis and Nikandrou, 2013). However, not only individuals but also organization behaves as intrapreneurial entities (Neessen et al, 2017). To behave like an intrapreneur organization, all employees should behave like inside entrepreneurs or in other words, members know how to play intrapreneur role or transfer their expectations to intrapreneur individuals (Okun et al, 2020).…”

Section: Resultsmentioning

confidence: 99%

“…However, intrapreneurship is not closely associated with the definition of organizational members with sufficient resources who realize opportunities that organizations value highly (Garud et al, 2007). Still, there is no consensus about the dimensions of intrapreneurship or its determinants and conditions (Neessen et al, 2017;Urban and Wood, 2017).…”

Section: From Individual To Context Relation In Intrapreneurshipmentioning

confidence: 99%

Intrapreneurial behaviors of organizational members. A conceptual view: how contextual expectations can explain the entrepreneurship roles in organizations?

Arun

Begeç

Okun

2020

JRME

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Purpose This study aims to develop theoretical arguments about the factors promoting nascent intrapreneurship relative to role theory. These arguments principally draw on contributions from interactional and structural sociology. Fixed theoretical tools for intrapreneurship are not quite enough. So, structural and interactionist perspective of sociology is necessary to understand the intrapreneurship concept because intrapreneurs live in a society and shape their course per the expectations of others. Previous approaches depend on individual, organizations or environment to push potential employees to be intrapreneurs. Expectations may be a keystone for intrapreneurship because intrapreneurs have been trying to explain or make progress about what is seen as crucial; more importantly, they learn their roles. Design/methodology/approach This is a conceptual paper about explaining intrapreneurship. Foregoing literature has been trying to explain the phenomenon by individual, organizational or environment endeavors to transform employees to be intrapreneurs. Role theory stems from interactional and structural sociology. Promoting the internal entrepreneur process by overcoming resistance to switching to a more structured management approach and adopting management systems and processes in a timely way is still a vague approach. So, the structural and interactionist perspective of sociology is necessary to understand the concept because intrapreneurship is a contextual factor rather than activity. Findings Expectations can convey what others consider particularly important or necessary. Intrapreneurship is a type of personal entrepreneur role influenced by expectations. Practical implications Intrapreneurship is not solely entrepreneurship in organizations but is also governed by the specific combinations of circumstances generally outside of the organizational environment, such as families, coworkers and friends. Originality/value The present paper seeks to answer three primary research questions: how differentiation among subunits changes intrapreneurship role expectations, how the intrapreneurs’ role has been affected from unlike expectations and are group or team-level expectations on intrapreneurs’ roles distinctive than organization and individual levels.

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The Intrapreneurial Employee: Towards an Integrated Model of Intrapreneurship and Research Agenda

Cited by 6 publications

References 0 publications

The bottleneck of intrapreneurship: are social positions and held expectations constraints in organizations’ entrepreneur process? A conceptual view

The bottleneck of intrapreneurship: are social positions and held expectations constraints in organizations’ entrepreneur process? A conceptual view

Digital business strategizing: the role of leadership and organizational learning

Intrapreneurial behaviors of organizational members. A conceptual view: how contextual expectations can explain the entrepreneurship roles in organizations?

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